To Win Grants Stay the Course!

There's so much competition out there for grant dollars.  You have to be on your mark at all times.  Betsy Baker, once again, gives great advice when it comes to competing for funders.  The devil is in the details and frankly the presentation.  To use the "active" voice is very important, you must appear confident and show the funder that you will succeed, that funding your organization will not be a waste of their money or their time.  Bunnie

by Betsy Baker, Your Grant Authority

Why exactly did I pick the month of June to resume my daily running routine?  Because after more months than I care to share with you without this routine, my body and my lifestyle were paying for the absence.  I could kick myself in the behind for going this long without it and it only makes it just that much harder to get back into the swing of things. 

Could it be that you’ve become lazy like I have when it comes to completing a grant application to the best of your ability?  You let a few details slide at first and then before you know it your application has landed in the rejection pile.  Yes, it’s easy to become a bit more laid back in the summertime but its important not to let your work be a reflection of that.

Remember, you are always in competition for grant dollars.  Here are just a few reminders of details that don’t need to be overlooked:

Pick the Right Grant Funder to Apply for Funding.  Don’t let your research skills slide.  Pay attention to the grant funder’s mission and note what it is they want to fund.  And don’t try to tailor your project to fit their mission just for the sake of their money – stay true to your own mission.  Keep digging and find the right fit looking for a matching mission, the correct geographic location (do they fund where your organization is located?) and an interest in the particular population you’re trying to serve.

Pay Attention to Your Statistics.  A compelling grant application is based on both personal examples and factual statistics.  If it has been a while since you gathered new data for the folks your organization serves it may be time to consider doing so.  Should you complete another needs assessment, organize another focus group or check for updates to other factual data that affects your client population such as, for example, poverty rates, deaths by incident, crime rates, etc.?  According to your nonprofit’s mission, social indicators can bear heavily in a grant funder’s decision to award you.

Make Your Application Visually Pleasing to the Reader.  Whether you like to admit it or not, we are all drawn to something that is visually appealing.  This includes the presentation of your grant application.  Even the application that is filled with compelling stories and facts loses something in translation if it’s sloppy.  Present your application in the third person as this is more professional and write in an active voice.  Be sure to define all acronyms, write in simple sentences and be enthusiastic about your project.  Write “We will…” rather than “We hope to…” as this conveys confidence.  Also, break up the text of your application and highlight key points with bullets, italics, boldface and headings (and charts and graphs where appropriate) but don’t get too fancy!  Grant funders can slice right through all flash and no substance.

Show a Willingness to Collaborate and to Share Your Knowledge.  Grant funders love to see an organization willing to partner with other agencies in a grant project.  There are many nonprofits that serve the same target population and it only makes sense to collaborate to best meet their needs.  Partnerships reduce a duplication of effort and nonprofits can share resources diminishing both cost and effort.  Think about other nonprofits in your area that would be a natural fit for you to collaborate and approach them with an idea.

Also, why not spread the love?  If you have a successful project, be willing to share the “how-to’s” of it.  Feature your project on your website and by other publicity and be available to other agencies in helping them establish a successful project in their own community.  Grant funders take notice to a nonprofit’s willingness to share the how-to steps of their success in helping other communities benefit.  It’s a win-win for everyone.

So, I’m going to stick to my course with no shortcuts this summer.  I will be a lean, mean energetic machine in just a matter of a few weeks!  How about you?  Don’t take those shortcuts and you’ll see a difference too –  as you watch your funding grow by leaps and bounds.  (Hopefully, I’ll be reducing as you’re gaining, right? ;)

Want more grant writing and grant consulting tips?  Be sure to sign up for my f.r.e.e. ezine where I share all my secrets!  Connect with me here..

    

7 Quick Steps for Writing Grants

I have to make a confession, grant writing is my least favorite thing to do.  So when I come across expert advice, like the tips below from Betsy Baker, I cheer.  The first one about not creating new programs so you can slam your organization into a grant is the best!  Creating a new program in order to get a grant may actually cost you money in the long run in terms of staff time, resources, etc.  Following guidelines is critical.  I hope these and the rest of Betsy's quick steps are useful to you.  Bunnie

7 Quick Steps for Writing Grants
by Betsy Baker, Your Grant Authority

Sometimes I get into some pretty deep stuff about what I’ve learned during my last 16 years in fund raising and the tricks and tips I’ve used to secure boatloads of grant money. But sometimes I delve so deep to give my clients “insider” information that I forget to start with the basics. So, here you go, what is elementary to me is not for the grant writer that at this time is just poised for success and I promise not to leave you behind:

1. The grants you write should directly support your mission – Don’t go chasing those grant dollars that don’t apply to you and don’t crank up a new program just to get the money. Believe me when I tell you that it’s not worth it.

2. Determine programs that you can get funding for – Some of your programs are going to be more attractive to funders than others. Determine the program that the funder likes and match your application to those preferences.

3. Identify potential funding – Research and homework are essential for success in this step. Carefully comb through the grant funder’s requirements and preferences before submitting an application that doesn’t fit their criteria.

4. Acquire guidelines from the grantor – Guidelines are there for a reason! Follow them carefully and submit your application according to their instructions.

5. Write the application in compliance with the guidelines – Duh! But do you know how many applications are rejected simply because the potential grantee didn’t know how to follow simple instructions? Be sure that yours isn’t in the “reject” pile for that reason.

6. Submit the application – Again, follow the directions given. If it states that the application must be in their hot, little hands by 5:00 p.m. on August 3rd, that doesn’t mean 5:05. I’ve heard horror stories from writers that have written their fingers to the nub only to not be able to get the application in on time. Bonus tip for you – start the application in plenty of time!

7. Administer the program well if funded – Once you find out that you’ve gotten the grant, start thinking about next year’s application. Give them no reason during the funding period not to fund you again. Spend the money exactly how you detailed in your budget and regularly report progress of your goals and objectives to the funder.

You can contact Betsy at http://www.yourgrantauthority.com/

Trends In Giving

One of the most positive people I have come across is Jenai Morehead.  Her energy just spills out in her writings and posts.  Here she talks about how times have changed and how we need to change with them.  On another point, and relevant to this conversation, Charity Channel has just published a new book called Fundraising as a Career:  What, Are You Crazy?  Read more about it at Charity Channel.  But back to Jenai, ok, so I have to pick up the phone?  Raising money for your beloved organization can feel like direct selling sometimes...and hardly anybody likes that, but, if you remember that it is your "beloved" organization, it may help you get past the "I hate asking people for money" gitters.  Bunnie

Trends In Giving
by Jenai Morehead

Times have changed. Nonprofits have been economically challenged to operate and give at a level that continues to satisfy the purpose for which they were created.

So what are they doing?

Over the last year I did some ground level observations and research for my clients. They needed answers to find money and resources to remain sustainable. The basic question: Is there any money out there? If so, how do I access it?

I studied two areas: Private foundations and public nonprofits. Normally known as grantors and grantees; those who give money and those who receive money. I came up with some interesting observations while attending several regional meetings of the Association of Small Foundations.

This wonderful organization is a gathering of small grantors whose members give generously to their regional nonprofits. It is also a resource of education to the founders and executive directors of these organizations. In one meeting founders were finding it increasingly hard to continue to pour money into their private foundations while their businesses were struggling. With employee contributions down they began coming up with creative ways to serve their constituents.

Most of the creativity was in capacity building services. Nowadays grantors are showing nonprofits “how to fish” as well as clean it, fry it and serve it. Services that public nonprofits normally would have to pay for are now being offered as capacity builders in lieu of cash grants. Sadly, a few foundations could not continue into legacy and are seeking advice as to the proper closure of their nonprofit affairs.

Believe it or not, picking up the phone and asking if there is funding available, is now in style. Because of this, I have changed the way I serve my clients. Once I match my client’s mission and goals with a funder, I pick up the phone and call the grantor myself. Executive Directors are now answering the phones and are more available to the public. With recent cutbacks and layoffs people are becoming more accessible. During the last few months I rarely have to go through more than one person to find someone who can answer my questions. If I leave a message or an email I usually get a personal response in less than 24 hours. This is straight across the board for small and large nonprofit foundations. Layoffs are causing a “nervous” productivity and founders are looking for more “bang” for their buck.

I have also found that arbitrarily writing letters does not work. Many nonprofits have wasted time sending out bulk mail without first reading guidelines. It takes more than writing “merge mail” letters to get funding. Showing determination and reading instructions is a quality that will get you a conversation with someone who can answer questions.

When I call a foundation, I introduce myself and my company. I have pen in hand and usually ask a combination of the following questions:

• Name and position of the person I am speaking too (if I don’t already know)

• I tell them briefly about my client’s project and ask if it matches their mission and goals for funding. If not, I ask if their priorities have changed and what are they? Example: One company’s priority switched to green energy projects. Another is only funding projects that are directly impacting people and are not giving capital for equipment or overhead.

• I ask them if they are funding any projects at all and, if so, which ones? If not, when will they expect their funding cycles to begin?

Grantors always give me straight answers and sometimes give me insight to the way their boards will view my proposals. They will never tell you if they can fund your project, but will help you not to waste your time and theirs.

Today, grantor’s expectations are more stringent. The most common conversation I have with foundation administrators is to make sure your program is sustainable, measureable and able to be duplicated. They want to make sure your organization has a plan of financial support before and after the grant; that the program objectives and outcomes can be measured and that the program can be duplicated for the good of others.

With these tips I hope you are on your way to feeling more comfortable about approaching grantors with candid questions that will help you make prompt decisions about funding for your organization.

Contact Jenai at Jenaimorehead at aol dot com

2010 Foundation Growth and Giving Estimates

The Foundation Center has been one of the most important nonprofit resources for years.  Along with providing training for grant seekers, they also conduct amazing research to help nonprofits navigate giving trends.  This year is no exception as they publish their 2010 report "Foundation Growth and Giving Estimates."  While their findings may seem a bit depressing regarding the reductions in grants and giving, it is important for nonprofit boards and staff to understand the trends in order to adjust their behaviors accordingly.  Below I have excerpted a few key points, but I urge you to go to the Foundation Center and download the entire report.

On a personal note...while the current state of the economy can certainly be stressful for all who work in nonprofits, I'd like to encourage you.  The beauty of adding a few years to your life is that it gives you perspective.  In the late 1970's and early 1980's there was a terrible recession that matched what it is we are experiencing today.  I remember record unemployment, businesses going under, nonprofits struggling.  It won't always be this way, things do go through cycles.  Your challenge is to retain optimism and to do the best you can with what you have.  I hope the articles we provide here give you good information and tools to meet the challenges before you!  Bunnie

2010 Foundation Growth and Giving Estimates
A Report of the Foundation Center by

Steven Lawrence, Director of Research and Reina Mukai, Research Associate

Overview, Page 1

"The worst economic crisis since the Great Depression resulted in the biggest reduction in U.S. foundation giving on record. In 2009, the nation’s more than 75,000 grantmaking foundations cut their giving by an estimated 8.4 percent, or $3.9 billion, to $42.9 billion. Since the Foundation Center began tracking foundation giving in 1975, current-dollar giving had declined in only three
years—1983, 2002, and 2003—and in each year by less than 1 percent.

Despite its unprecedented severity, the reduction in 2009 foundation giving could have been worse. According to a 2009 Foundation Center survey, roughly four out of five foundations indicated that they determine their grants budgets based primarily on their assets, with half of these funders basing their calculations on their prior year’s assets (see Foundations Address the Impact of the Economic Crisis at foundationcenter.org). Given the 17.2 percent drop in foundation assets recorded in 2008—a $117.3 billion loss—a larger reduction in giving would not have been surprising.

Several factors helped to moderate the overall decline in foundation giving. Among foundations that base their grants budgets on their asset values, more than one-quarter do so using an average of their asset values over the prior two-to-five years. During less volatile economic periods, this practice allows grantmakers to maintain more stable levels of giving. In the current period, it enabled foundations to average in the asset growth in years prior to 2008, which lessened the amount by which they had to reduce their giving in 2009."

Community Foundations, Page 7

"Historically, community foundations have tended to fare relatively better in both more and less prosperous times from having a broad pool of individual donors. Decreased giving by some donors would tend to be balanced out by increased contributions from others. Community foundations also experienced a more modest reduction in their assets in 2008 (-12.5 percent) relative to independent foundations (-19.2 percent). Nonetheless, as institutions that must raise funds, community foundations may have been particularly hard hit by the economic panic that led individuals to pull back drastically on their personal consumption and charitable contributions."

Community foundations may also face restrictions on giving through their donor-advised funds, specifically with funds stipulating that their current value cannot drop below the value of the donors’ original contributions. Especially for donor funds established in recent years, their values may not return to the level of the donors’ original contributions until the market regains all of its 2008 losses, which could take a number of years.

Despite reductions in giving, community foundations have been leaders in responding to needs generated by the economic crisis. According to a Foundation Center survey conducted at the height of the crisis in early 2009, 35 percent of community foundation respondents were engaging in special initiatives to help their communities cope with repercussions from the economic downturn, such as rising unemployment and homelessness. By comparison, about 14 percent of overall foundation respondents reported providing exceptional support related to the crisis (see Foundations Address the Impact of the Economic Crisis at foundationcenter.org). To date the Foundation Center has tracked nearly $60 million in grants and program-related investments from community foundations that specifically addressed the economic crisis (see foundationcenter.org/focus/economy)."


Read the full report at 2010 Foundation Growth and Giving Estimates (The Foundation Center)

Major Gift Prospecting and Prioritizing

Why is it so hard for us to ask for money for our good cause?  I am reminded of growing up in church where we "passed the plate" at every service and congregants put their money in it.  We did this because we valued the institution and knew we had to contribute to it for it to survive.  The same holds true with nonprofits.  If they are to survive they must be supported by money.  Norman Olshansky of NFP Consulting Resources lays out a roadmap for cultivating major donors.  I like the focus group idea, everybody knows somebody who is capable of making a major donation.  Take this one to your next fundraising meeting!  Bunnie

Major Gift Prospecting and Prioritizing
by Norman Olshanky, President of NFP Consulting Resources, Inc.

One of the most important activities a nonprofit needs to undertake prior to initiating a major gifts campaign is the identification and prioritization of prospects. Some organizations spend a lot of money, time and human resources on prospect mining and research. Others try to identify pockets of wealth in their community and then determine what is the best way to contact and solicit those individuals.

For many organizations, I recommend the following simple and inexpensive technique to identify and prioritize major gift prospects.

The Task Group

The first step is to put together a group of individuals who are already committed to the organization and who have good relationships in the community. When recruited they are told that they are being asked to attend a single meeting to identify names of individuals in the community who could be helpful to the nonprofit. The group can be composed of the organization’s board, donors, volunteers, members, or a combination of individuals from all of these groups. In addition, if a fundraising committee or major gifts committee has already been established, they should also be encouraged to participate. I prefer to have no less than 8 people or more than 30 participate in the focus group meeting, which typically takes about one to one in a half hours. It is helpful to have a diverse group from the various geographic areas served by the nonprofit. You should also try to include individuals who have good connections to high net worth individuals through their volunteer, business and/or social relationships.

Brainstorming

At the meeting, participants are asked to identify any individual they know who is charitable and is capable of making a major gift of $25,000 (or whatever level is established by the organization as a major gift) The goal of brainstorming is to identify major donors so the larger the threshold the better. If too low, you will end up with so many names that it will be hard to prioritize. The emphasis of this exercise is to identify individuals (not corporations) who have major gift potential and will be cultivated and solicited face to face. This includes individuals who utilize private foundations or donor advised funds for their charitable giving. This exercise should not be used for identification of prospects to be solicited by direct mail or for targeting donors who can be solicited by phone or contribute by attending events

The facilitator then encourages people to call out names which are written on flip charts or on a large white board that can easily be read by all.

Once everyone has shared names that came to mind during the brainstorming (hopefully, at least 50 names), the facilitator hands out paper and pencils to all participants.

The Nominal Group Technique

Next the facilitator gives the following instructions. “Take a few minutes to look at all of the names on the brainstorming list and write down on your paper the three to five names which best meet the following criteria.

A. They have a history of being philanthropic

B. They have a history of making gifts at our major gifts level

C. They are likely to have an interest in our mission

D. They are accessible. You or others you know in our organization can get a meeting with them or invite them to visit with us.

After adequate time is given for participants to write down their three names, the facilitator goes around the room and asks each person to say aloud the three names. The facilitator puts a hash mark next to those names on the master brainstorming list. When a name is mentioned by more than one participant, additional hash marks are made each time that name is mentioned. Once everyone has announced their three names, the facilitator counts the cumulative hash marks for each name on the master list and circles the top 10 names that were mentioned the most. If it is difficult to narrow it down to 10 names, circle more than ten and initiate another round where participants now write down two of the circled names which they feel best meet the priority characteristics. Then continue the process of narrowing down the names based upon number of times mentioned. Ultimately, the facilitator’s goal is to narrow it down to no more than ten names.

(The nominal group technique can also be used to help with prioritization of any other type of brainstorming activity. The beauty of the process is that it involves all of the participants and provides a way to quickly measure and prioritize responses.)

Fact Finding

The last stage of the process is to ask for input from participants on each of the top ten prospects identified. The facilitator or someone else should take copious notes from the comments shared by the group on each of the ten prospects in response to the following questions.

A. Who in our organization knows this person and could be our key contact to invite them to learn more about what we do?

B. What other organizations are they involved with and what are their major philanthropic interests?

C. Do you know how much they have given to other charities?

D. Do they make their philanthropic gifts directly, through a foundation, donor advised fund, etc.

E. Is there anything you know about them that could help our staff or fundraising committee to engage them with us?

F. Do you personally know, have a relationship with, and have access to anyone who knows the individual and has a close relationship to him/her?

G. Is there anything you know that might lower the priority level of this prospect?

Follow up

In addition to thanking participants, the information learned should be conveyed in detail to staff and volunteers involved in major gift fundraising. Hopefully, your fundraising leadership and staff participate as well and use the session to identify additional volunteers, who attended the session, who can assist the committee going forward with prospect research, cultivation, and solicitation. The top ten names should be among the first prospects targeted as part of the major gifts initiative. After the initial priority names have been assigned and solicited, other names on the brainstorming list should also be approached in the order of the priority established, taking into consideration your ability to access and engage each prospect.

A similar process can be used to identify and prioritize corporate prospects. However, the type of individuals you will want in the Task Group may be different from those you select to focus on individual donor prospects.

The Importance of the Mission Statement

by Bunnie Riedel, Host

The last two articles, “Mercy Medical Airlift: Keeping the Mission Torch Burning” and “Messaging Crisis for Nonprofits,” fit nicely into what I want to tackle today: mission statements.

Developing a mission statement can be one of the most difficult tasks a nonprofit can face but it is uniquely critical to guiding what the nonprofit will do and how it will convey what it does to the general public or its constituency. Mission statements are the cornerstone of developing programs and certainly key to messaging (or marketing) efforts. Whether your organization is a new start-up or has a long history, re-visiting your mission statement from time to time is a good idea.

That being said, I know of organizations that want to re-write their mission statements constantly. Sometimes mission statements get challenged by new board members or they are challenged when the organization hits a rough patch. Constant tinkering with the mission statement is a bad idea and very unproductive as it can waste valuable time and resources. Therefore the bar is set high to “get it right” the first time.

Mission statements should encompass the work you do and they should be more specific than general. Action verbs should be prevalent and strong: this is what we are doing…this is what we are going to do. As much as possible, try to incorporate the five rubrics of journalism: who, what, where, why and how. Additionally, I am a fan of short, succinct mission statements. Keep it to two or three sentences, any more than that loses the audience and dilutes the message.

The two following mission statements are from similar organizations that provide grants in their communities (the names provided are fictitious but the mission statements are real):

The XYZ Foundation Mission Statement

The XYZ Foundation is a resource for people, businesses, and communities in XYZ Land, working toward prosperity through economic and social justice. Our purpose is to strengthen families, grow a sustainable regional economy, cultivate leadership and philanthropy, and foster respect for all. Through our grants to non-profits, loans to local businesses, and other special programs, the XYZ Foundation is building a strong foundation for the future of our region.

The BFF Foundation Mission Statement

Our mission is to actively serve the people of the BFF area by building permanent charitable capital, making philanthropic grants, and providing services that contribute to the health and vitality of the community.

As I indicated, these two organizations are similar in that they basically provide grants to nonprofits and businesses in the community. The XYZ Foundation has a wordy mission statement that makes a lot of promises and could potentially cause confusion in determining the range of its programming. I am not sure how a foundation goes about fostering “respect for all” nor am I sure which nonprofits or businesses in their region could qualify for grants that would meet that objective. The XYZ Foundation has to ask itself how it will go about cultivating leadership and philanthropy, what programs will it create to do so and is it possible given their funding to achieve all that their mission statement promises?

Conversely, the BFF Foundation mission statement is simple. They promise to: build charitable capital; make grants; and provide services that contribute to the health and vitality of the community.

At every board meeting the directors can ask themselves: “what are we doing to build charitable capital?” “what grants have we made or are we making?” “what programs do we have in place that contribute to the health and vitality of the community?” The mission statement becomes a touchstone for everything they do. It also narrows the scope of what they will do and helps to keep the organization focused.

In researching mission statements I came across this website: http://www.missionstatements.com/nonprofit_mission_statements.html

It’s worth looking at other organizations’ mission statements to see which ones resonate with you and which mission statements are clear and compelling.

There are many ways to go about writing a mission statement but at the core of this must be an exploration of what the organization is; who does the organization serve; how will the organization accomplish its mission. Once you have achieved a mission statement I would recommend having a focus group of people unfamiliar with the organization go through the mission statement and provide feedback. This will help you learn whether or not the mission statement is telling your story.

On a final note, years ago I began the practice of putting the mission statement on the name placards of the board members for their meetings. It can be a tent folded placard with their names on one side and the mission statement on the other, with the mission statement facing the board member. I know of another woman who put the mission statement on laminated placemats. Either way, this practice provides board members with a constant reminder of the mission. Many times I have seen board members pick up the placard and ask if what the board was discussing was conducive to the mission. Try it at your next board meeting, you will be surprised at how having the mission statement in front of board members keeps the board focused.

(post script: The recent events in Haiti show once again that nonprofits are capable of providing services governments cannot provide. They are also a testament to the amazing work nonprofits are doing throughout the world. I know we all have the people of Haiti in our thoughts and prayers)

Should Grants Be Your Only Source of Income?

Very interesting numbers Jenai Morehead, of The Foundation Consultants, provides on how nonprofit income is generated. Diversification is the key, in my opinion. Putting all your eggs in one basket is risky business. It's amazing that program services revenues lead the way. Look at your income and ask which income streams can be increased. Given that program service revenue is such a substantial part of nonprofit income, ask what your nonprofit is doing in that area. Thanks Jenai for the excellent breakdown! Bunnie

Should Grants Be the Only Source of Your Income?

by Jenai Morehead, The Foundation Consultants

Grants are wonderful. They assist in providing money that nonprofits need to serve their clients.

My first grant, many years ago was $1,000. We used it to buy bus tickets for our homeless clients. After the bus tickets were purchased the clients were happy and the grant was gone in no time. The program was run very well. We started making a good name for ourselves and exceeded our own expectations. Immediately, I saw that running a program meant that we were going to need more funds to sustain ourselves. Now what are we going to do?

This is a challenge that many nonprofits face every year they are in business. While grants are an excellent source of income they cannot be your only source of funding. Even in a good economy grants are finicky and cannot be guaranteed. You should plan to have other sources of income that line up with your purpose.

The Urban Institute (http://www.urban.org/) puts out a variety of annual reports that give us information about where public non-profits get their money:

• In 2007, public charities reported over $1.4 trillion in total revenues and nearly $1.3 trillion in total expenses. (Source: The Urban Institute, National Center for Charitable Statistics, Core Files 2007)

• Of the nearly $1.4 trillion in total revenues, 22 percent came from contributions, gifts and grants and 67 percent came from program service revenues, which include government fees and contracts. The remaining 11 percent came from "other" sources including dues, rental income, special event income, and gains or losses from goods sold. (Source: The Urban Institute, National Center for Charitable Statistics, Core Files 2007).

Contributions and gifts are usually comprised of the money or items from private donors who are the people that support you with cash, clothing, cars, furniture or art. Grants are primarily cash given by foundations, government or corporate entities to support your nonprofit activities.

Program Service Revenues are services which your clients must pay for. An example may be lower rates for counseling services.

Income from Government fees and Contracts cover areas in which your non-profit earns income while performing a service for a city, state or federal government entity. Many nonprofit educational institutions raise funds through work in the areas of research or training.

An example of raising funds through Dues is your local YMCA. The YMCA provides a service to the community and raises income from its child care services, fitness club and health classes.

Rental Income is a source for nonprofits who specialize in low-income housing in which the tenant pays rent according to federal income guidelines.

Special Event income is raised at occasions like Christmas galas, banquets, marathons and walks such as “Breast Cancer Walks.”

Gains and Losses from goods sold is income generated from nonprofits who sell used/donated items such as Goodwill or Salvation Army. The gains from these sales are then used to support their mission and goals.

In contemplating fundraising, make a list of all of your resources and use them wisely. For example: You may have a lot of volunteers; sometimes utility companies or local governments need to get the word out on programs and changes in laws that affect their regions. This might be the perfect opportunity to get creative with your resources. Find niches that are not served. Leave no rock unturned.

Be relentless in your search for opportunities that will be win-win matches for your nonprofit.

Be careful to work within your non-profit mission and purpose. The last thing you want to do is to cause the income you raise to be taxable by doing activities that have nothing to do with your nonprofit mission. If you have questions about income generated from your charitable activity contact the IRS charitable division and find out their guidelines.

Above all, have fun doing your fundraising activities and always keep focused on the people you are helping with the funds you are raising.

The Development and Communications Equation

There's the rub...how do you combine development and communications? In small nonprofits, there is rarely the staff to have robust development and communications efforts. In larger nonprofits, that actually have staff or even departments solely devoted to these two things, there often seems to be a chasm between the development arm and the communications arm. And now, more than ever, as the scramble to survive continues on, these two elements (working in harmony) are even more critical. Good advice from Jessica Berk Ross. Worth mulling over at the next staff meeting. Bunnie

The Development and Communications Equation
by Jessica Berk Ross


This past year has been a challenging one. The economic downturn has put pressure on all organizations to increase efficiency and to do more with less. While that’s not a new mantra for nonprofit organizations, those competing for philanthropic dollars have a renewed sense of urgency. They have an even greater mandate to gain mindshare, communicate relevance and demonstrate impact in order to secure the funding they need to further their mission.

2010 is poised to be an even tougher year than 2009 for nonprofits. Giving levels have been nearly nonexistent, leading to what may be a particularly dismal period in the next 12 months. It is a critical time to evaluate organizational communications and how messaging and outreach can effect real outcomes--both programmatic AND financial.

Development Outreach is Communication

“We want to launch this new initiative, but need to secure funding.”

“We’ve applied for a grant to support this program. Without it, we won’t be able to operationalize this initiative.”

“Our usual donors have been bombarded with requests this year. How can we compete?”

Statements like these have become all too familiar over the past year. It’s a tough time to be raising funds even for the most worthy of causes. But there is something you can do so that your efforts have a greater impact. One important – but often overlooked - way to optimize development outreach is by thinking about it through the lens of strategic communications. At its heart, development outreach is communications. It is reaching an audience – in this case donors rather than, say, consumers, shareholders or the media – to build awareness and spur them to action. But far too often, the development and communications functions are almost entirely separate within an organization. When combined, though, these functions are far more effective--and efficient-- than when operating independently.

As one development consultant explained, “At least 80% of the non profits I work with have communications tools that are ineffective. I do my best to try and improve it, but I don’t know that a development professional is the right person for that job.”

It’s Not Either/Or But Both

Ruder Finn, a national public relations agency, has many clients in the nonprofit and advocacy world. Very often, at the crux of the business challenges these clients face is development. Ironically, though, that is seldom what we are tasked with at the outset of an engagement
Many of these organizations either think about communications OR development, but rarely about both at once or in an integrated fashion. As we begin to work with a client on a specific program – perhaps a Web site launch or a new initiative – the discussion quickly turns to development. These programs require funding and adequate funding requires effective development outreach. . It becomes clear in a very short amount of time that communications objectives are inextricably linked to fundraising efforts.

On the flip side, communications outreach around a particular program must take into consideration messages already in the pipeline related to raising funds. You don’t want to bombard the same audiences with disparate, uncoordinated messages. If a development related message goes out one week, the collateral piece you send about your new report the following week may be met with either aggravation or confusion.

It can be far more effective to look holistically at your outreach. Leverage the tools that already exist to share news or launch a product. Do you have a donor letter going out? Why not use that to also share information on that new report? By only reaching out to donors in a very strategic, thoughtful manner, you are likely to have a far greater impact.

A Few Tips

A more integrated approach to communications can yield far greater results. And it doesn’t have to be complicated, overly time consuming or costly. It only requires a few simple guiding principles:

1. Key messages. Having a set of consistent talking points that are then referred back to and woven into all of your communications goes a long way to building a strong brand. It can elevate the level of awareness of your organization with your donors (and, by the way, any other audience with whom you are communicating). It also makes developing new materials a lot easier – you already have a starting place for the language you’ll need to use.


2. Create an outreach timeline. Establish a framework for a combined


development/communications program. At the beginning of the annual planning process, ensure that the development and communications director are not only coordinating, but have worked together to map out a timeline for donor outreach throughout the year. In short, embed development within the overall communications program.


3. Personalize the message. An integral part of success is creating awareness of your organization’s value to the community and to society as well as building an awareness of the financial need. Quantify and personalize your mission and objectives as much as possible. It’s the old “what’s in it for me” message. Targeted communications – ones that resonate with each audience including individuals, corporations or foundation - demonstrating why that person should care about your organization’s mission will create a more favorable giving climate by conditioning the marketplace.

4. Keep it up. Sustained and ongoing communications to funders and potential funders is critical. It is important to establish touch points at regular intervals throughout the year. You may have an annual dinner, but how often are you communicating with donors and potential donors in between these events? Are you updating them on progress regularly? Are you sharing good news in a timely fashion? You should be reaching out, at a minimum, on a quarterly basis.

5. Variety is the spice of life. Ideally, outreach will take place across a variety of mediums – electronic, print and face-to-face – to accommodate the different ways people absorb information. Consider what tools – collateral, events, e-mail updates, newsletters, and social media – will help you gain support from new prospects and maintain relationships with existing funding sources.

6. Social media works! Social media – including sites like Facebook and LinkedIn as well as blogs like this one – are an absolutely essential part of every organization’s communications and development programs. If you think your donors aren’t using them or you just aren’t taken them into consideration, you may be missing opportunities. If you’re not comfortable with them, there are many (free) opportunities to learn more. Organizations such as Vocus (http://www.vocus.com/) frequently host free webinars that can be very instructional.

Build it in

It starts with the strategic planning process. To make your communications and development programs a success, integrate the two from the outset. As you embark on your planning for 2010, think about increasing the impact – and the return on investment – of development programs by more efficient use of communications resources. With this adjustment to your overall operating model, you may just make a very challenging year a lot more manageable.

Jessica Berk Ross is the managing director of the Washington, DC office of Ruder Finn. With over 20 years of strategic communications experience, Jessica is adept at helping clients in both the nonprofit and corporate world meet their organizational objectives.

Deadly Fundraising Mistakes

Here's the latest from fundraising consultant extraordinaire Sandy Rees. Another valuable article to share with Board Members and Staff. The market for donor dollars is tough out there and you can't afford to make these mistakes! Bunnie

Deadly Fundraising Mistakes

by Sandy Rees, CFRE


Fundraising these days isn’t as easy as it once was. With the difficulties facing many organizations, now is the time to be on top of your game when it comes to raising money. The last thing you want to do is make mistakes, especially mistakes that can kill your capacity for fundraising.

Here are some mistakes that I have seen small nonprofit organizations make, either on purpose or out of ignorance, that have been devastating. Making just one of these errors can put your organization in a downward spiral faster than a jack rabbit on a hot summer’s day.

1. Lack of planning and strategy. If you don’t know where you are going, then any road will get you there. Having a plan is critical to the success of your organization. It doesn’t have to be a Pulitzer-prize winning document, but it does need to provide you some guidance and direction for your organization. I’ve seen lack of planning result in a good organization becoming lethargic and sort of stuck on a hamster wheel of day-to-day monotony. Remember, people don’t plan to fail. They fail to plan.

2. Lack of support and participation from organization leaders. Your CEO or Executive Director MUST be involved in fundraising. When it comes time to ask a donor for money or thank a donor for a gift, your top staff person must take the lead. Likewise, your Board of Directors MUST pull their weight. It’s one of their basic responsibilities. They should make a monetary gift themselves and they should support fundraising efforts by the staff.

3. Not allocating enough resources to fundraising. One truism of fundraising is that you must spend money to raise money. It can be done on a shoestring, but it’s tough. It’s a lot easier when there’s funding available to cover postage and basic supplies. Sometimes an organization cheats itself out of success by not committing the necessary money to hire a fundraising staff person.

4. Reinventing the wheel. There’s no need for anyone to start from scratch with fundraising. There are many resources out there that you can draw from. Take advantage of trainings and books. Network with other fundraisers. Attend professional association meetings.

5. Putting all your eggs in one basket. A basic principle of business that works in the nonprofit world is this: don’t have most of your business coming from one customer. Yet, too many nonprofit organizations get most of their funding from one grant or one customer (usually government reimbursement). If for some crazy reason that one goes away, you’re dead in the water. It makes the future of your organization terribly unsure.

Want to know more? Get a free copy of my special report “10 Deadly Fundraising Mistakes and How to Avoid Them” at http://www.deadlyfundraisingmistakes.com/.

A Grant Contract Isn't a Suggestion

I saw this article on Charity Channel and knew I had to "reprint" it! The truth is that you really do need to expend grant funds just as you promised you would. It may be tempting to apply grant funds to pressing needs, but if you want to get a second or third grant, the grantor has the right to know exactly where you spent every dime. Additionally, even if it is a one-time gift, the grantor has the right to ask for re-payment of funds if the money was not spent as was promised in the grant application or contract. Read and heed. Bunnie

A Grant Contract Isn't a Suggestion

by Rebecca Shawyer, Director of Grant Administration at Brazosport College

Throughout my career I have noted that far too often, program staff and administrators discuss and debate the meaning of the words "grant contract." What does this term really mean? Is it really a binding contract? Why can’t we buy that new computer we need? After all, we have grant funds left over.

Sadly, in the past I have found that some of my colleagues honestly believed that once grant funds have been received and deposited into the agency’s banking account, they were free to dip into them for any expenditure associated with the relevant grant project. As grant professionals, we know differently; and, it is our job to educate our colleagues before there is a problem.

So, what is a contract? The dictionary lists a variety of definitions for the word contract. Two that pertain to grant contracts are as follows: (1) “an agreement between two or more parties for the doing or not doing of something specified”; and, (2) “an agreement enforceable by law.” (Source: http://dictionary.reference.com/.)

“An agreement between two or more parties for the doing or not doing of something specified.” Hmm, this sounds quite clear. It doesn’t mention the possibility of loop holes or wiggle room. It clearly states “for the doing or not doing of something”. So why do program staff, accounting offices, and administrators offer think that it is acceptable to spend funds in ways not included in the grant contract?

I think that the answer is quite simple. Grant professionals oftentimes find themselves playing the role of a compliance officer because they failed to educate their organization and colleagues about the strict nature of any grant contract. It is our responsibility to take the time to fully explain contractual limitations prior to the signing of a contract.

I believe that this educational process should begin at the time grant proposals are being developed. In fact, I have found that it is crucial that everyone (including the president or CEO) clearly understands that the written proposal including its implementation plan, outcome objectives, evaluation plan, and budget will become an addendum to any future grant contract awarded. This is true for private foundation, corporate donor programs, and government agency awards.

Thus as I lead my college’s grant development teams, I consistently and constantly remind them that our eventual performance will be rated on that which they state will be done in the proposal narrative. In order to facilitate the development of ambitious but attainable goals and objectives, we develop a progressive program logic chart that clearly shows the relationship between program activities, minimum process objectives, staffing plan, equipment and supply purchases, and anticipated outcomes.

As we develop our grant applications, their attention is focused upon three primary issues:

The proposed program plan – With a contract award, the granting agency or foundation will expect that the proposed plan detailed in the application will be implemented as described with a minimum of changes. It will be assumed that as professionals, the program team has developed and proposed an implementation plan and strategies that are based on recognized and best practices in their field. If the team proposes to achieve that which is not truly attainable, it is likely that the organization will not be able to meet its contractual obligations if an award is received. If this happens, the organization could be endangering future grant awards and be putting itself in a position that requires the repayment of grant funds.

The budget – The budget needs to be realistic, accurate, and well thought out. After a contractual agreement has been reached, many funders will allow only minimal changes to the budget. Funds must be used for expenditures specifically listed in the proposal. For example, if the requested budget allocates $25,000 in salary expenses for direct service personnel, the agency may not pay administrative fees with these funds (unless the funder provides prior written approval of the change). For this reason, program teams should give as much attention to how the requested funds are being distributed as they give to the rest of the proposal. If funds are not properly allocated, the organization could find itself without adequate funds to cover key costs required for optimal implementation. If this happens, the funding agency will expect the grantee to find the needed funds elsewhere.

Equipment and supply purchases – Without prior written approval, equipment and supplies (such as computers, laptops, furniture, inkjet cartridges, etc.) cannot be paid for with grant funds unless they were included in the proposed budget. Additionally, if it was proposed that computers be purchased with the grant funds, these same funds cannot arbitrarily be switched to pay for new furniture.

After all, a grant contract is not a suggestion. Any grant professional that has ever survived a funder’s audit knows that it is in fact “an agreement enforceable by law.”

Contact Rebecca Shawyer at Rebecca.Shawver at BRAZOSPORT.EDU

The Art of Collaboration

I had the pleasure of meeting Jerry Adams about a year ago and the pleasure of seeing the Human Services Coalition (HSC) of Prince George's County in action at a conference this summer. What the HSC does is fantastic! It leverages its members' capabilities and helps those Nonprofits build capacity. There cannot be a more important time than now for Nonprofits to come together, share resources and support one another. I am reminded that whatever issues we face in our communities, it is usually Nonprofits at the forefront of solving those issues and providing service. I hope this article gives you some great ideas and be sure to visit their website to see how dynamically the HSC is serving its community. Bunnie

The Art of Collaboration: The Human Services Coalition of
Prince George’s County

by Jerry Adams, Executive Director

Incorporated in 2001 the Human Services Coalition of Prince George’s County (HSC) has hit its stride over the last three years. HSC has gone through the pretty typical growth pattern that many if not all emerging nonprofits that are now members of the coalition go through. We pretty much serve as an example to our member organizations as to how to become a sustainable nonprofit organization. Here is what has transpired:

The founders of the HSC were themselves executive directors of thriving nonprofits in Prince George’s County. They saw an extreme need for an organization that would 1) build the capacity of so many struggling nonprofits to deliver the best services to more people, and 2) advocate for resources and public policies that would enable nonprofits to be more effective and efficient. As with most start-up nonprofits, they had very limited funds. They committed themselves to be the volunteers who would start addressing the capacity building and advocacy needs with the help of a part-time consultant. After the first two years of trying to develop a program offering that was based on grouping organizations into affinity groups according to the type of services they provided (Youth, Aging, Disability, etc.), the leadership felt that they were not being very effective. The organization had no clear membership, and no committee structure to engage members in the work of the coalition. Something had to change.

In 2003, two of the HSC leaders went to visit the Howard County Association of Community Services, a very successful coalition of service provider organizations, to see how they were structured. Upon their return, they recommended a complete restructuring of the HSC. A Membership dues-paying structure was implemented. Four new committees were formed to engage the membership in developing and delivering a set of services to members: Membership, Public Policy, Programs, and Annual Conference Committees were formed. A part-time administrator was hired (still didn’t have much financial support). The board surveyed members to see what interests the members had. Membership meetings were based on those interests.

By 2004, the structure was in full swing and a small grant was awarded by United Way to replace not augment the previous funding. Most members felt that the organization’s offerings were not robust enough to impact on building capacity, and to make a difference with regard to advocating on behalf of the sector. During the next two years, membership dues, and corporate sponsorships from the annual conference provided the HSC with a growing fund balance. In 2006, the board decided to make a bold move to hire an executive director who could take the organization to the next level.

Since that time, the membership has seen a more than 100% increase. The organization’s budget has increased from $50,000 to over $300,000. These funds represent a growing awareness in the funding community and the county government of the value to all of the citizens of Prince George’s County of having an entity that can help nonprofits be more effective, and that can advocate on their behalf. These funds have come from a variety of sources and support significant new programs. HSC now operates an historic Nonprofit Incubator program funded through the Community Development Block Grant program. The Incubator provides core training, peer mentoring and professional executive coaching to 11 nonprofits. HSC has applied to the US Department of Health and Human Services for $500,000 to expand this effort to more than 20 additional nonprofits, and be able to re-grant $200,000 to some of those nonprofits.

HSC has a vibrant Public Policy agenda that has three sub-committees (made up of members and chaired by board members) that are seeking to 1) work with county departments to improve the efficiency of payments to nonprofits that contract with those departments, 2) seek to influence the development of the county budget so as to see the allocation of more funds to nonprofits, and 3) pass an ordinance requiring that a Community Benefit Agreement (CBA) be part of every development and re-development plan that goes forward through the Planning Division. This effort is supported by a grant from the Washington Area Women’s Foundation as each of the public policy initiatives will assist single women headed households with children under 18 and incomes under $40,000 to achieve financial security. The Women’s Foundation grant allows HSC’s Public Policy Committee to have the support of a professional public policy consultant.

HSC continues to have wonderful support from the Prince George’s County Executive, and has recently been awarded a grant from the Morris and Gwendolyn Cafritz Foundation for general operating. We enjoy ongoing collaboration with other funders and capacity building organizations. The Partnership for Prince George’s, a philanthropic effort hosted by the Prince George’s Community Foundation, has funded HSC to develop a public policy initiative concerning the county budget. We also collaborated on hosting three excellent forums on advocacy seeking to get more of our members comfortable with joining the advocacy efforts.

The Eugene and Agnes E. Meyer Foundation funded our strategic planning effort that will be our guide for the next five years. They have also asked HSC to submit a proposal for general operating funds as they see that we have reached the limit of our current staff, space and equipment capacity to expand our work to help more nonprofits succeed and thrive. In light of the dire economic times, HSC hosted a dynamic one-day Nonprofit Survival Kit Summit that encouraged member organizations to collaborate, share resources and otherwise help each other survive. A panel of funders also told members what they had to do in this new economy to attract funds ... COLLABORATE! ... our theme for the year.

The Challenges Grantmakers Face in This Economy

While nonprofits worldwide are experiencing declining revenues, very few consider that grantmakers are also facing tough times. Many foundations manage endowments that are often invested in the same stocks, bonds and mutual funds the rest of us are invested in. If you've seen your own personal portfolio take a significant decrease, so too have many grantmakers. Kristen Putnam-Walkerly takes us through the challenges faced by foundations and gives us a glimpse of what grantmakers are looking for and what you need to consider when approaching grantmakers for funds. Bunnie

The Challenges Grantmakers Face in This Economy

by Kris Putnam-Walkerly, President, Putnam Community Investment Consulting

No one is immune to the challenges of doing more with less in this economy. From my vantage point as a philanthropy consultant, I hope this blog post helps nonprofits understand how the economy is impacting foundations, and provides suggestions for what grantmakers are looking for from nonprofits.

Six challenges grantmakers face this economy

1. Significant cuts in foundation assets and grantmaking budgets – Foundations lost approximately 28% of their assets in 2008, a reduction in assets generally means fewer dollars available for grantmaking. Some, such as the Gates and MacArthur foundations, are making efforts to increase funding in 2009. However, 67% of foundations surveyed recently plan to decrease funding in 2009. The Foundation Center is tracking how the top 100 foundations are responding to the economy.

2. Reductions in staffing and spending - Most foundations we work with are carefully examining their budgets and cutting where they can. Travel to conferences and professional development spending has taken a big hit. Fewer are funding anything perceived as “new.” Some have laid off staff, such as the Silicon Valley Community Foundation and the Jewish Community Federation of Cleveland.

3. Decisions about how to allocate reduced resources in a changing environment –Resources are fewer and the needs are greater, so many foundations are grappling with whether to shift their grantmaking priorities toward meeting basic needs versus continue funding their priority areas, such as healthcare advocacy or workforce development. On one hand, basic health and human services are desperately needed. One the other hand, now is the time to leverage policy advocacy opportunities and stimulus funds to put people back to work.

4. Concerns about 2010 and 2011 – Some foundations calculate their 5% payout based upon a rolling average of the past 24 to 60 quarters (two to five years). As a result, these foundations anticipate their grantmaking budgets might actually take greater hits in 2010 and 2011 (as more “bad” economic quarters are averaged into earlier “good” quarters).

5. Lack of information & analysis – The economy is changing quickly and drastically, and it’s difficult to for funders to track the growing impact on the communities and issues they care about. This is especially true for smaller foundations with few or no staff. For example, it’s challenging for any of us – including foundations – to understand what stimulus dollars are coming into our communities and how we can leverage them.

6. Stress – It’s important to acknowledge that everyone is experiencing stress during this economy. As a recent New York Times article pointed out, even those of us who still have our jobs and homes can be feeling tremendous anxiety. Being in a position of “power,” as many grantmakers are, doesn’t make anyone immune to the fear of job loss, loss of savings, inability to pay for a child’s college education or a parent’s health care, and generalized fear about the future.

What Are Grantmakers Looking For?

Focus on results – Nonprofits must be able to demonstrate effectiveness through evaluation. With limited resources, funders want to know their dollars are making an impact. It’s no coincidence that three foundations have contacted my firm in the past week asking for assistance with evaluation.

Take steps to address the downturn – Nonprofits that are making adjustments in this new economic reality will be viewed more favorably by funders. One of our clients recently received several requests from grantees desperate for emergency funding to keep their doors open. While she wanted to help, she was disappointed that none were making any changes within their organization to address their funding shortfalls. They had no plans to reduce budgets or staff, re-organize, streamline services, or partner with others to increase efficiencies.

Communicate with your funders – Now is the time to step up communication with your donors. They can’t help you unless they understand what you need. Educate them about community priorities and how they can help you leverage stimulus dollars. A nonprofit recently requested a foundation grant to purchase solar panels, which would save them $80,000 a year on their electricity bill. It was an unusual request, and this foundation funded it anyway since it was an investment in this nonprofit’s sustainability.

Copyright © 2009 by Kristen Putnam-Walkerly. All rights reserved.

Contact Kristen at http://www.putnamcic.com/press.html

How Valuable is Your Finance Staff?

So you got the grant! Congratulations! However, now is not the time to sit back on your laurels. Grant management is as important as getting the grant in the first place, because if you do it well, you may be able to get another grant from the foundation or government agency. Along with making sure the program you promised is on track, you need to make sure your financial management of the grant is on track. Which may mean making sure your financial staff is up to speed on what is required from the grantor or hiring a financial consultant. Dwayne Briscoe of Bookkeeping Results, LLC, provides some interesting advice on financial grant management, some nuggets to think about. Bunnie

How Valuable Is Your Finance Staff?

by Dwayne Briscoe, Bookkeeping Results, LLC

I have assisted in the handling of nonprofit organization finances for years, and recently I’ve worked with organizations as their sole financial “department”. With the experience I’ve accumulated I want to share my thoughts in hope that people may be able to gain some useful insight from an outside perspective.

The new audit requirements for government funded grants; more stringent restrictions by foundations; the new 990 tax filing return; and the detailed scrutiny of donors to determine where their dollars go; are items of interest that need to be discussed and planned for. Grant fund applications are becoming more and more stringent on the financial side, seeking tighter control over accountability and seeking working fiscal year and mid-year budgets. Times are changing and to not be prepared spells disaster for any organization, whether for profit or nonprofit.

There are three key areas to consider for any nonprofit in order to re-evaluate how it is going to move forward and how it is going to sustain its current level of service. The ultimate buy-in must be from upper management, including the board of directors, because it takes a village to sustain a nonprofit, not just one person.

1. Who is managing your finances? I often work with business and nonprofit clients who end up in a situation for which their books are in dire need of clean-up. One reason for this is the hiring of staff or an outside contractor uneducated in how they should perform their duties correctly in order to complete the tasks at hand. Outside of criminal background checks, are personal/professional reference checks made? Testing performed for specific software used for the organization? Or even an expert in the financial field consulted as an outside interviewer?

Not everyone can do accounting work, although some think it’s just simply knowing how to use a calculator. There are too many rules and regulations that can lead to financial ruin.According to Salary.com (http://www.salary.com/) the average low end bookkeeper makes $32,404 per year or $15.58 per hour. The median range is $37,016 per year or $17.80 per hour, and the high range is $41,047 per year or $19.73 per hour. These hourly rates obviously exclude payroll taxes and benefits, but take a look at what you’re paying your staff currently compared to these rates. Another question to consider is that often program staff are given the opportunity for continuing education, but are the financial department staff?

2. Who reviews the grant financial reporting for reimbursements outside of the financial department? If it’s only the financial department doing this, it’s one of the biggest mistakes that can be quite costly in the end. All grants have a variety of rules and regulations that must be followed, including how they are presented for reimbursement. This is where an outside source is a valuable asset to review everything to determine if there are any potential conflicts before the grantor sees it.

3. How often do you review the Agency’s budget and grant budget schedule?

A minimum of once a month is necessary in order to make sure that you are not only on target but can also plan for potential budget changes before the end of the grant term. A budget change less than 3 months out before a grant ends, isn’t always the easiest thing to get approved. Always be aware of where everything is in any given moment, to allow you to be prepared for the worst.Invest in your future by partnering with your financial staff. They are the ones who need your support the most.

Contact Dwayne at http://www.bookkeeping-results.com/